Showing papers on "Business model published in 1993"
TL;DR: This paper examined the effects of formal strategic planning on small firm financial performance for more than twenty years, and drew differing conclusions about the effect of formal planning on the performance of small firms.
Abstract: Researchers have been examining the effects of formal strategic planning on small firm financial performance for more than twenty years. Reviewers of prior studies have drawn differing conclusions ...
530 citations
TL;DR: In this paper, the authors present Shaping the Future: Business Design Through Information Technology, a survey of the state-of-the-art technologies in the field of information technology.
Abstract: (1993). Shaping the Future: Business Design Through Information Technology. Journal of the Operational Research Society: Vol. 43, No. 9, pp. 1249-1250.
512 citations
TL;DR: In this article, a comprehensive measure of production competence that assesses the level of support that manufacturing provides for the strategic objectives of a firm is developed and hypotheses relating production competence to several financial measures of business performance are tested using data from a large sample of firms (n=65) in the furniture industry.
Abstract: The purpose of this article is threefold. First, a comprehensive measure of production competence that assesses the level of support that manufacturing provides for the strategic objectives of a firm is developed. Second, hypotheses relating production competence to several financial measures of business performance are tested using data from a large sample of firms (n=65) in the furniture industry. Third, the impact of business strategy both directly on performance and as a moderating variable in relation to production competence is analyzed. The results of the study suggest that production competence may have more of an effect on business performance for certain strategies than for others.
487 citations
TL;DR: In this article, the authors examine the types of networks utilized by small business service firms and argue that two distinct types exist: demand and s... The success of small business services firms depends on informal person-to-person networks, word-of-mouth recommendation and business based on successful earlier assignments or personal contacts acquired, for example, while working in a large consultancy or market research company.
Abstract: Since 1980, the UK has experienced a dramatic growth in firms and employment in information–intensive business services, such as management consultancy and market research. Recent expansion of new and small firms operating in these sectors is the focus of a major ESRC–sponsored research project currently under way at Cambridge University Small Business Research Centre. Small business service firms are able to compete successfully with large firms due to the imperfect nature of the market which characterizes business services demand and supply, together with specialization of expertise. The success of small business service firms depends on informal person–to–person networks, word–of–mouth recommendation and repeal business based on successful earlier assignments or personal contacts acquired, for example, while working in a large consultancy or market research company. This paper examines the types of networks utilized by small business service firms and argues that two distinct types exist: demand– and s...
162 citations
Book•
31 Dec 1993
TL;DR: Gooding et al. as discussed by the authors discussed the challenges of IT in the global business environment and highlighted the importance of the role of the human manager in IT transformation and the need for the human to be involved in IT.
Abstract: Contents * Foreword * Acknowledgements vi * Executive summary xiii 1 IT and the global business environment 1 * The challenge of IT * Going global with IT * Management View 1: Graham Gooding * Management View 2: John L. Daniels * Dynamics of national and global IT policy * Case 1.1: Singapore and Tradenet 1 * Action checklist 1 * References 13 2 Frameworks for thinking about business and IT 14 * Affecting the nature of competition 1 * How the competitive value of IT changes over time 2 * Case 2.1: Thomson Holidays 2 * Analysing a companys IT requirements 2 * Investment in IT 2 * Action checklist 3 * References 31 3 Delivering the information 3 * Information systems and IT 3 * Building a business model 3 * Management View 3: Dr John W.C. Spackman 3 * Evaluating IT investment 42 * Information maps and information architecture 4 * Management View 4: Philip Langsdale 45 * Case 3.1: Bank of Boston 5 * Developing a global information architecture: the fallacy of roll-out 55 * Action checklist 58 * References 58 4 IT for competitive advantage 59 * Each industry uses IT differently 5 * Case 4.1: Club Med 61 * Information flows 62 * Tracking key cycles in the business 6 * Case 4.2: British Airways 6 * Information management in the business environment 6 * Value of information 6 * Management View 5: Professor Tawfik Jelassi 6 * Improving customer service 7 * Action checklist 72 5 Managing the development of an IT strategy 73 * Getting started 7 * Developing a new business vision 7 * Case 5.1: Chartham Paper Mills 7 * Stages in the use of IT 8 * Benchmarking how a company fares 9 * The life of a system 9 * Action checklist 9 * References 94 6 Analysing IT investment 95 * Management approaches to investment 9 * Case 6.1: Benetton 9 * Who controls IT spending? 10 * Discounted cashflow (DCF) and net present value (NPV) 10 * How much should be spent? 10 * Planning projects in order of priority 10 * How to ensure a positive return on investment 10 * Action checklist 109 7 The impact of IT on the organization 110 * The knowledge organization 11 * The move from functional to process organizations 11 * Case 7.1: NatWest ServiceLine 11 * Content, currency, simultaneity and cultural fit 11 * Management View 6: Steve Collins 12 * Action checklist 12 * References 123 8 Implementing an IT strategy 124 * Creating the new management agenda 12 * The new management roles 12 * Managing and organizing for change 13 * Management View 7: Professor Henry Mintzberg 13 * Management View 8: Bruno Zuccharo 13 * Education and training 13 * Using external support 13 * Action checklist 13 * References 139 9 The business managers role in development 140 * Taking the lead 14 * Power in the hands of managers 14 * The micro revolution 14 * Management View 9: John Wallace 14 * Why involvement is important 14 * The hybrid manager 14 * Training 14 * Management View 10: John Watson 14 * Action checklist 15 * References 150 10 Major trends in the management of business IT 151 * Improving management coordination and control 15 * Integration: centralization/decentralization 15 * Connectivity and currency 15 * Management View 11: Professor Peter Keen 15 * IT portfolios 16 * Supporting the knowledge worker 16 * Multimedia 16 * Work design and roles 16 * Case 10.1: New York Life Insurance Company 16 * Developments in computer language 16 * Interorganizational systems 16 * Emergency back-up 16 * Key lessons for business managers 16 * Action checklist 16 * References 169 11 Management concerns for the future 170 * Room for creative management 17 * Management View 12: Professor Kit Grindley 17 * The changing business environment 17 * The global exporter: the multinational and the multilocal 17 * Changing technology 17 * The changing organization 18 * Action checklist 18 * References 18 * Appendix A 18 * Appendix B 18 * Glossary 19 * Index 197
69 citations
TL;DR: In this paper, the importance of international business education for all business graduates, not just for those destined to work in the international operations of the firm, was examined and nearly 80% of the respondents agreed that the employees will learn the international aspects of business on the job.
Abstract: For some time, a number of industry leaders have been exhorting American business schools to train their students in the aspects of international business. As late as 1987, a group of prominent leaders from business, labor, academia and government issued a report that stated that business schools must internationalize the entire course of study and should include comparative business practices, foreign languages and analyses of other countries and cultures. But do the CEOs of the major American multinationals recognize the importance of an international business education for all employees in management? Do they believe that the business graduates they hire should have some education in the international aspects of business? In this study, unlike most studies of this nature, the respondents were asked about the importance of international business education for all business graduates, not just for those destined to work in the international operations of the firm. Nearly 80% of the respondents agreed that the employees will learn the international aspects of business on the job. This contrasts markedly with the results of the 1977 Nehrt report (30 %), but is very close to the results of the 1984 Kobrin report (73 %). The respondents who believe that international courses are relevant to their businesses (80 % of all respondents) gave individual courses about the same importance as did those who participated in the 1984 Kohers study, which was also concerned with all business graduates hired by firms in the Southeast. Two other studies had similar results for business graduates destined for international operations only.
63 citations
Journal Article•
60 citations
TL;DR: The "Internationalizing Business Education" is a carefully edited selection of twenty-three essays written by leading educators of international business as mentioned in this paper, which provides business educators, public policymakers, scholars of educational practices, and business executives with the tools they need to compete globally.
Abstract: "Internationalizing Business Education" is a carefully edited selection of twenty-three essays written by leading educators of international business. this exhaustive treatment of the various dimensions of business school internationalization is divided into seven parts: Rationale and Conceptual Foundation; Historical Perspectives; Faculty Development; Curriculum; Institutional Strategies; Center/Institute Models, and Linkages. This work evolved from the Roundtable on Internationalizing the Business Schools and Faculty held in June 1991 at Michigan State University. The conference brought together business faculty and administrators from North America, Europe, and Australia who shared their perspectives and experiences, and brainstormed about approaches to internationalizing business education. These experts present their views in this volume. In the 1990s, businesses continue to face the challenge of staying competitive in an increasingly global market. Business schools need to internationalize their programs to remain competitive. Until now, information about alternative strategies was not widely available. This book provides business educators, public policymakers, scholars of educational practices, and business executives with the tools they need to compete globally.
43 citations
TL;DR: This article explored the financial success of 620 family-owned home businesses and found that personal and family characteristics of the owner-operator were more powerful variables in explaining the amount of income generated by the business than were dimensions of the business.
Abstract: This study explored the financial success of 620 family-owned home businesses. Characteristics of the home business owner, of the business, and of the owner's managerial practices both within and outside the business arena were systematically evaluated. Personal and family characteristics of the owner-operator were more powerful variables in explaining the amount of income generated by the business than were dimensions of the business, although both categories played significant roles.
34 citations
01 Jan 1993
TL;DR: The Ethics of Business - an Asian Approach H. Hosaka, Y. Nagayasu as mentioned in this paper, T. Donaldson, T.G. O'Brien, and T.M. De George.
Abstract: 1. Introduction P.M. Minus. Part I: Business Perspectives. 2. The Ethical Challenge to Business in a New Era for Market Economies S. O'Brien. 3. Ethics in Business - a European Approach W. Guth 4. The Ethics of Business - an Asian Approach H. Yoshino. 5. Ethics in Business - a North American Approach R.G. Capen, Jr. Part II: Academic Perspectives. 6. Does Business Ethics make Economic Sense? A. Sen. 7. When in Rome, Do ... What? International Business and Cultural Relativism T. Donaldson. 8. Developing Ethical Standards for International Business: What Roles for Business and Government? R.T. De George. Part III: Religious Perspectives. 9. Buddhism and Japanese Economic Ethics S. Hosaka, Y. Nagayasu. 10. A Jewish Perspective for Modern Business Morality M. Tamari. 11. Christianity and Business Ethics J. Mahoney. 12. Business Ethics in Islam M. Cherif Bassiouni. Part IV: Six Business Cases: Westwood, Inc. The Quandary at Puredrug The Oil Rig The Conflict at Lomatex Chemical The Moza Island Project Diller's Dilemma: Street Children and Substance Abuse K. Marquiss, J.B. Ciulla.
34 citations
01 Jan 1993
TL;DR: The identification of transactions costs as a barrier to the effective use of the price mechanism for co-ordinating international business activity has provided the economic rationale to explain this process of internalisation, both within firms generally and within multinational firms in particular.
Abstract: One of the key features in the evolution of international business during the 20th century has been an increasing tendency for such economic activity to be co-ordinated directly through the activities of multinational firms rather than by means of market exchange. The identification of transactions costs as a barrier to the effective use of the price mechanism for co-ordinating international business activity has provided the economic rationale to explain this process of internalisation, both within firms generally and within multinational firms in particular. The simple observation that a market exchange process frequently generates significant transactions costs for the participants is not of itself, however, decisive in determining the form of alternative arrangement that would provide the most effective substitute to the price mechanism. Historians are only too aware that, in practice, a wide variety of institutional arrangements have been adopted by different societies in order to organise their economic activities. Recently, there has been growing recognition that market transactions, on the one hand, and internalisation within the firm, on the other, represent not a simple dichotomy of economic alternatives, but merely two from among a number of possible economic arrangements that may serve as co-ordinating mechanisms. For example, during the 1980s international business activity has witnessed the rapid growth of complex corporate alliances, leading often to the emergence of "corporate galaxies in which a large TNC is linked to a cluster of smaller TNCs and national firms via joint ventures, sub-contracts and marketing agreements" [10, p.496]. Commenting on this new orientation of multinational enterprises, Dunning has argued that, "the multinational enterprise is now increasingly assuming the role of an orchestrator of production and transactions within a cluster, or network, of cross-border internal and external relationships which may or may not
Book•
01 Jan 1993
TL;DR: The case study approach, however, enables international business / management students to use knowledge and skills acquired in complementary modules such as international marketing, the business environment and international finance as mentioned in this paper.
Abstract: A major theme of the 1990s is the internationalization of business, reflected in undergraduate and postgraduate courses. This book identifies some of the most important issues facing business as economic activity becomes increasingly international. It provides a practical introduction to the subject with an even division between text and cases and examines a range of different sized companies operating on a local, regional and global scales. This is an introductory text written for students with little or no experience of business. The case study approach, however, enables international business / management students to use knowledge and skills acquired in complementary modules such as international marketing, the business environment and international finance. It is suitable for students on undergraduate courses in International Business and Management, including MBA complementary courses in International marketing, International Finance and Business Environment.
TL;DR: The implications of adding household production to an otherwise standard real business cycle model are explored in this article, where the model developed treats the business and household sectors symmetrically and finds that the household production model can outperform the standard model in accounting for several aspects of US business cycle fluctuations.
Abstract: The implications of adding household production to an otherwise standard real business cycle model are explored in this article The model developed treats the business and household sectors symmetrically In particular, both sectors use capital and labor to produce output The article finds that the household production model can outperform the standard model in accounting for several aspects of US business cycle fluctuations ; This article is a summary of a chapter prepared for a forthcoming book, Frontiers of Business Cycle Research, edited by Thomas F Cooley, to be published by Princeton University Press
Book•
10 Jun 1993
TL;DR: In this article, the authors present an index of international business in the future, focusing on the international business environment and the international marketing strategy of multinational corporations. But they do not address the issues related to international business management.
Abstract: 1. The growth of international business 2. The multinational corporation 3. The environment of international business 4. International business strategy 5. International marketing strategy 6. International technology strategy 7. International financial strategy 8. International operations strategy 9. International personnel strategy 10. International organization and control strategy 11. International subsidiary strategy 12. International acquisitions: strategy and management 13. International business in the future Index
Book•
30 Oct 1993
TL;DR: The Institutional Framework of Employer Associability Business and Collective Action The Organizational Expression of Collective Action as discussed by the authors The Business Sector and Political Change: Apertura, Reforma and Democratic Consolidation Business and Labor Business and European Integration Methodological Appendix 1981 Survey of Chief Executives 1982 Survey of Leaders of Association Bibliography
Abstract: Introduction The Institutional Framework of Employer Associability Business and Collective Action The Organizational Expression of Collective Action The Business Sector and Political Change: Apertura, Reforma and Democratic Consolidation Business and Labor Business and European Integration Methodological Appendix 1981 Survey of Chief Executives 1982 Survey of Leaders of Association Bibliography
TL;DR: In this article, the American Assembly of Collegiate Schools of Business (AACSB) accreditation standards are examined and a need for reform is discussed. But the focus should be less on the evaluation of "the institutional machinery of business schools" and more on management education's impact on society as an indication of success.
Abstract: Examines the incongruency between what business schools teach and what business organizations actually need. Suggests a need for reform. Explores the American Assembly of Collegiate Schools of Business (AACSB) accreditation standards and suggests that this needs much clarification. States that emphasis should be less on the evaluation of “the institutional machinery of business schools” and more on management education′s “impact on society” as an indication of success. Concludes that more innovative action is needed within the management education process.
TL;DR: The computer industry has recently been undergoing a fundamental restructuring which has much to do with the move to low-cost, low-margin systems, based on common standards as mentioned in this paper, and a slower but more drastic change is simultaneously in progress, of recentring from a market of large and medium-size business customers to a huge diffused commodity market for all sizes and types of customer.
Book•
01 Aug 1993
TL;DR: Denna, Cherrington, Andros, and Hollander as mentioned in this paper presented a solution-oriented approach that focuses less on processes and more on defining the impact of every business event and using that information to develop new and better ways to do battle in today's economic world.
Abstract: From the Publisher:
Tremendous advances in technology, as well as dramatic changes in the marketplace, call for a new order of business among companies preparing to enter the 21st century. The top priority? Challenging traditional processes, structures, performance measurements, and uses of technology that may not accurately reflect the dynamic nature of today's business environment. Companies must embrace a new business philosophy that enables them to continually respond to a constantly changing world - or they won't survive tomorrow's fierce competition for investors, creditors, and customers. Event-Driven Business Solutions revolutionizes traditional thinking about business functions by introducing a solution-oriented approach that focuses less on processes and more on defining the impact of every business event - and using that information to develop new and better ways to do battle in today's economic world. From organization stewardships to value/cost measurements, from auditing procedures to risk management methods, Event-Driven Business Solutions shows companies how to break down barriers and implement new techniques that will maximize their potential for developing good business solutions. Two areas in particular draw specific recommendations from the authors: information systems and accounting. In clear, concise detail, the authors outline how professionals in these areas can merge their skills, moving beyond the simple automation of traditional processes, to experimenting with various new technologies, targeting areas that need special attention, and developing new and exciting solutions that enable their companies to create greater value and return as they move into the future. Drawing on their combined expertise in the areas of accounting and information systems, authors Denna, Cherrington, Andros, and Hollander present a blueprint for implementing the solution-oriented structure of the future within your organization today.
TL;DR: In this article, the authors evaluated six commonly available computerized international management games regarding their ability to deal with a large set of critical international business issues and found that they dealt with most issues needing treatment, although they differed in range and depth of coverage.
Abstract: A business school's strategic management and business policy course can serve as a vehicle for internationalizing its curriculum. Six commonly available computerized international management games are evaluated regarding their ability to deal with a large set of critical international business issues. All simulations dealt with most issues needing treatment, although they differed in range and depth of coverage. If international simulations are to serve as a medium for helping to globalize a business school's curriculum, a game must be augmented with international case studies, lectures, or readings.
Book•
01 Aug 1993
TL;DR: A comprehensive casebook which explores current ethical dilemmas faced by businesses today is presented in this article, which includes Shock Jock: Howard Stern, and The Book of Newt: Conflict of Interest.
Abstract: A comprehensive casebook which explores current ethical dilemmas faced by businesses today. This blend of real and hypothetical cases is divided into the following categories: Values and Business, Rights and Business, Business Operations, Business and Competition, Business Products, Business and Stakeholders, and Business and Government. New cases added to this edition include Shock Jock: Howard Stern, and The Book of Newt: Conflict of Interest.
Book•
30 Apr 1993
TL;DR: In the cartoon world of the business executive, "There's no Fashion if Nobody Buy it" as mentioned in this paper states that there is no fashion if nobody will buy it, and "There is no Fashion If Nobody Buys it" states that fashion is not like American Business, it is American Business.
Abstract: Introduction: Business, the Third Culture Business, Society and Culture The Market: From Moral Pariah to Moral Principle Technology: From Tool to Talisman The Languages, Signs and Symbols of the Business World Image and Reality in the Cartoon World of the Business Executive The Business of Literature and the Literature of Business Fashion and Society "There's no Fashion if Nobody Buys it" Packaged Authenticity: Tourism and Culture Sport: " ... it is not like American Business, it is American Business" Schemes for Dreams: Commerce and Culture Index
TL;DR: Awareness of these two models is important to all business communication faculty, especially to those housed in business schools as mentioned in this paper, which can affect how the faculty member teaches the business communications course and will strongly in fluence the kind of research that faculty in business education have to do to receive promo tion and tenure.
Abstract: Colleges of business develop by following one of two models. The first model, the vertical, involves functional specialization and the scientific examination of a specific discipline. The second model, the horizontal, stresses breadth rather than depth. This latter model examines what is often called the "softer" side of managenment—leadership, communica tion, entrepreneurship, and strategy.Awareness of these two models is important to all business communication faculty, especially to those housed in business schools. The model a school adopts can affect how the faculty member teaches the business communications course and will strongly in fluence the kind of research that faculty in business schools have to do to receive promo tion and tenure.Recent revisions of AACSB standards increase the likelihood of closer relations between business communications and business schools. All business communication faculty need to be aware of these models when designing courses, when developing research agendas, and es...
TL;DR: In this paper, the authors argue that in the absence of explicit corporate policy and systems of performance control, institutions may become unstable conglomerates, impeding the realization of their educational mission.
Abstract: Higher education institutions in the UK are going through a period of unprecedented change, led by government reforms seeking to improve participation in higher education while securing greater efficiency and increased financial accountability. This article demonstrates how institutions have adjusted by adopting new systems of curriculum delivery combined with decentralized forms of management. Changes to institutional strategic direction have become informed by the language and concepts of the business environment and this has been particularly evident in the polytechnics∗. Questions are raised about the uncritical use of a business model for determining the strategic direction of higher education institutions. In the absence of explicit corporate policy and systems of performance control, institutions may become unstable conglomerates, impeding the realization of their educational mission.
TL;DR: The argument that the key to corporate success is associated with the effective management of IT is presented, which will require a new style of management with vision and commitment from the CEO.
Abstract: The continuing growth of business activities in companies has been in parallel with the increased use of IT to support the basic business processes and assist in generating further commercial advantages for the organization. Business growth has been generated through a natural expansion of the core activities, acquisition of other companies which has often resulted in working practices of geographically separated organizations, divisions and subsidiaries maintained to preserve their successful business culture. The role of the central IT department as the most cost-effective organization to support the business led use of IT is now in question in many companies.
TL;DR: The authors examines the constraints economic recession has posed for Canadian higher education in the last two decades and how the decisions made to resolve the problems shape that institution, concluding that Canadian university administrations have been quite successful in meeting the economic challenges, balancing the budgets and even projecting an image of growth.
Abstract: This paper examines the constraints economic recession has posed for Canadian higher education in the last two decades and how the decisions made to resolve the problems shape that institution. Canadian university administrations have been quite successful in meeting the economic challenges, balancing the budgets and even projecting an image of growth. In the process, universities have drawn closer to the corporate framework, going after tangible and visible criteria of success/productivity and an industrial model of research and staff management. In so doing they have undermined the roles of teaching and research. Since higher education in other parts of the Western world is faced with similar financial problems and has adopted similar strategies, the Canadian experience deserves careful study.
01 Jan 1993
TL;DR: In this paper, the authors argue that the difficulty of dealing with problems that fall beyond the competence of both individual corporations and individual governments stems from the lack of international enforcement of standards to keep competition fair, from the fact that governments are set up to foster the interests of the people they represent, and from the present-day reality that although business is global, there is no effective or efficient way of dealing the depletion of the ozone level.
Abstract: How does a company with integrity1 compete in international business? The short answer, from an ethical point of view, is: with care and with difficulty. The care needed involves gathering knowledge of and being sensitive to different customs, mores, ethical viewpoints, and cultural norms as the company moves from country to country. The difficulty stems from the lack of international enforcement of standards to keep competition fair, from the fact that governments are set up to foster the interests of the people they represent, and from the present-day reality that although business is global, there is no effective or efficient way of dealing with problems--such as the depletion of the ozone level--that fall beyond the competence of both individual corporations and individual governments.